cisco global technical center service delivery transformation innovation internally to drive...

Cisco Global Technical CenterService Delivery Transformation

Innovation Internally to Drive Customer Success

High tech networking support company

~3000 professionals - combination of employees and outsourced delivery partners

~1,000,000 service requests handled yearly

TAC Support Capabilities: 180+ countries, 20 TAC facilities, 17+ languages

730+ CCIEs; 400 patents issued

Cisco Technical Assistance Center (TAC) – Industry Leading Service Organization

~7000 products & features supported

Two years ago we were at the top of our game – An industry leading customer service organization with a customer satisfaction of 4.65

Timely, accurate

issue resolution

from highly qualified experts

with a rich history of innovation

Why change?

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© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission

Overview

We Changed Because External Drivers Were Forcing the Transformation to a New Customer Experience


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Personalized service

Maximizing Business Value

Smart self-healing technology

Close the knowledge consumption gap

3

What Cisco is Responding To

Take advantage of the workforce evolution to harness the social networking model

The next generation workforce expects to interact in a social way

Movement towards global collaboration influenced by social media

Customers and workforce expect “anywhere, anytime, and any device” service

Customers are purchasing solutions not technology

Solutions are common and increasingly complex

New business models emerging

Complexity Avalanche

Customers’Needs Social Workforce Changing Market

Technologies

Business Models

Solutions

Overview

Traditional Escalation Model


• Tiered Support (Hierarchical Org)

• Escalations and Transfers

• Inconsistent processes and Multiple disconnected tools

• Ad Hoc, one-time use of collaboration(email)

• Silos of content and people

• Little incentive to create and share content

• Dynamically allocated network of engineers

• Global collaborative network of people and content to solve complex solutions

• Just in time learning through knowledge sharing & content reuse

• First Engineer, Right Engineer through intelligent matching and collaboration

• Robust gamification and reputation model

Old

Networked Learning Organization

Impact on Customer Experience

Transitioned in 2 Years New

A New Customer Experience Requires Move From Escalation Model to Networked Learning Model

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Overview

• Cisco takes ownership to solve the issues instead of bouncing the customer between engineers: “Play Catch, not Ping Pong”

• Intelligent Matching connects people together with the knowledge to solve the problem

• Knowledge sharing & content reduce the problem resolution time (via Tech Zone – a place for experts to collaborate with Experts)

• Collaborative model allows a diverse set of skills to swarm around complex issues

• Move from transaction based interactions service to a holistic Service Experience

• Siloed product support led customer to bounce around to multiple engineers

• Escalation model does not allow for the natural transfer of skills and knowledge

• Cherry picking queue based support led to inconsistent expertise level with the 1st engineer

• Collaboration was limited to local network, ad-hoc, not captured and unmeasured among ”friends & family”

• Knowledge not captured in the workflow and usually lost

Five Initiatives to Deliverthe Networked Learning Organization

3. Knowledge Creation and Re-Use

Knowledge is systematically re-used to solve customer problems

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NetworkedLearning Organization

Delivering an industry-leading customer experience

Built by Engineers for Engineers

4. Integrated Workflow

A single environment where engineers can do their job without using multiple tools

1. Intelligent Matching

Connects people with the experts and

knowledge to solve the problem

2. Collaborative Engagement

Global network of people and content

5. Reputation & Gamification

Drives quality content and

recognizes engineers’ contributions


Initiative Description


“…I was never a big fan of TAC but this last year I have seen a good change…whatever Cisco is doing in this area is working…keep doing it.”

“…I have called only twice this year and both engineers were very knowledgeable and resolved issues faster than I have seen….”

Customer Testimonials

Intelligent Matching: Key Innovations

Customer and Engineer Synergy ConsiderationReal-Time Presence30+ Dynamic Attributes

Not Queue-Based: Individually Matched Direct Connection to Right Engineer

Intelligent Matching Connects People Togetherwith the Knowledge to Solve the Problem

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Customer Survey Results

“Find First Engineer Faster” moved from top concern to fifth

Customer Satisfaction: 1.5% increase

Case Transfers: 11% reduction

Case Escalations: 42% reduction

Match customer

and problem to the right resource

based on key criteria


1. Intelligent Matching


“…I opened a case with TAC…thought it was a Cisco Unity Issue…CSE brought in experts from the firewall security, voice gateway and call manager teams….all worked together 4-6 hours to resolve the issue… the person anchoring the call made all the difference.” (Customer Comment)

“…it wouldn't have been possible without the collaboration resources we now have at our disposal. Thanks to everyone who has made this ‘solutions’ process possible.” (Engineer comment same case)

Customer and Engineer Testimonials

Collaboration: Key Innovations

Collaboration is infused into the integrated workflow

One expert owns the issue for the entire collaborative experience

Brings the power of the Global Technical Center to every interaction

Efficient resolution of complex, multi-technology solutions

Allows a diverse set of skills to swarm around complex customer issue

Using the Collaborative Model to Leverage the Global Network of People and Content

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Results

Customer transfers down 11%

Escalations down 42%

Time to Final Resolution reduced up to 32%

Process for collaboration rated at 4.6 out of 5


2. Collaborative Engagement


“… allows you to take content, whether it be a question or an answer provided within the community; to index it into searchable content for access to anyone in the world and gives me the opportunity to make a difference for a customer globally.”

“The ability to quickly get help from experts and the ease with which knowledge can be captured and re-used by others makes it the perfect tool for us.”

Engineer Testimonials

Knowledge Creation and Re-Use: Key Innovations

Tech Zone, a collaborative network of content creation and re-use enhanced by gamification & reputation model, built on Lithium platform

Gamification/Reputation Model drives quality content and recognizes engineer contribution by showcasing badging and leaderboards

Collective wisdom from relevant community discussions assimilated into knowledge

Content is dynamically updated within the integrated problem resolution workflow

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Results

3000 support engineers use this tool to gain knowledge

Out of 8000 discussions, 50% have been resolved, creating 1500 knowledge base articles

Escalations down 42%

“Best New Community” award from Lithium

Knowledge is Systematically Captured and Re-used within the Workflow to Solve Customer Problems

Collaboration

Reputation& Gamification

Knowledge Creation & Re-Use


3.Knowledge Creation & Re-Use

5. Reputation & Gamification


“…faster access and all in one page… “

“…much easier to use - fewer clicks to get my job done…”

“…all the work can be done from one page, makes it really effective!”

Engineer Testimonials

Integrated Workflow: Key Innovations

Single integrated tool: (My Work Zone) for Case, Problem, Knowledge Content and Re-Use, Profile, Reputation and Management

My Work Zone: Personalized portal based on defined job role

Customer handling rules and Policy, Process and Governance integrated within the work stream

Engineers self-manage and monitor their behaviors and individual performance

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Results

Tools reduced from 10 to 1

Engineer satisfaction remained high at 3.7 out of 5 after process and tool change

32% faster resolution

Adoption of new capabilities is 75% and growing

Simplified Workflow and Unified Platform Resulting in Higher Efficiency and Faster Resolution


4. Integrated Workflow

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The Results of the Solution

*Does not include new support on replacement products

Redefine the customer experience:

Less movement of the customer from engineer to engineer Case Transfers-11% reduction,

Case Escalations- 42% reduction

Networked Learning Organization:

Focused on skills growth and increasing

knowledge sharing and re-use between

engineers and customers

Increased agility in delivering new business models:

Reactive, proactive, preemptive complex architectures and solution support

Reputation and Gamification:

Enables experts to be recognized across all parts of the organization

based on expertise not

traditional role-based structure

Transform the culture: People armed with the right tools, data and experts to deliver on customer and

partner expectations

Defending and growing our support revenues:

Margins and market share with 67.3% contract renewal rate*

Customer Value

Reset the bar on our competition:

Significantly reduced time-to-

resolution by 32%

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How did we integrate customer success culture into daily ops?

Criteria used to measure success for our customers

Operations put in to measure c-sat for our service offerings

Processes to enable knowledge sharing with customers

Soft skills training or other to enable the culture

Engineer incentives to drive customer success

Customer satisfaction and loyalty (4.67 - Goal of 4.55)

Time to resolution (9.01 days – Goal of 9.89)

Ability to measure ease of doing business (4.15 over 97,000+ surveys)

Metrics on engineer adoption (75%+ adopted - Goal of 100%)

Operational reviews at all levels (VP, Director, Manager, etc.)

TAC Advisory Boards and direct customer meetings

Transactional survey reviews

Capturing and validate knowledge in the workflow and sharing with customers

Collaboration with customers and multiple engineers in real-time to solve the issue

Soft skills specific training class available to engineers

Change leadership training, deep dive classes, tool/process training

White papers, internal web-based discussion forums

Financial rewards (salary, bonus)

Reputation model drives adoption of customer success culture

Developed processes focused on creating customer success

Tied performance reviews and rewards into adoption based on new processes and tools

Developed processes and tool set that makes it easy for engineers to focus on customer success



How Cisco Incorporated the Solution into Operations

Ownership Timeliness Consistency Knowledge

• Single Cisco owner

• Skill match – Right engineer the first time

• Cisco owns engagement / issue resolution

• Right resources brought to the customer

• Solution-focused

• Decreased resolution time by 32%

• Multi-channel engagement

• Confidence that their problem will be effectively addressed

• Global Borderless TAC – consistent engagement experience

• Confidence in TAC, consistent processes regardless of site, region, theater

• Increased knowledge of Cisco solutions through collaboration with experts

• Improved self-sufficiency by exposure to and use of quality content

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Customer Value

A Positive Change in the Customer Experience

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Customer Satisfaction on Resolution Time Average (1-5 scale)

Resolution Time Days

• Base is 12 month average prior to reporting period (Oct 2010 thru Sep 2011) * Time to Final Resolution data excludes “Defects”, cases waiting for product fix

• FY12: 800,000+ service requests

13.27 Q4 FY11 11.2 Q1 FY12 7.3 Q2 FY12

1412

1086

Time To Final Resolution (TFR) improvement on Fully Adopted Teams

An Increase of 1.5% from July FY11 to June FY12

An Improvement of 32% from Q4 FY11 to Q3 FY12


Customer Value

Customer Satisfaction Increase of 1.5% Resolution Time Decrease of 32% Cases Closed in Under 6 Days Improved 2%

Adoption started in Q4 FY11 Seasonal Variance

Adoption started in Q4 FY11

4.60 Jul

FY11

4.58 Aug

FY12

4.54 Sep FY12

4.58Oct

FY12

4.62 Nov

FY12

4.61 Dec

FY12

4.65 Jan FY12

4.63 Feb

FY12

4.66 Mar

FY12

4.61 Apr

FY12

4.64MayFY12

4.67Jun FY12

4.66 Jun

FY11

4.60 MayFY11

4.62 Apr

FY11

4.63 Mar

FY11

4.63 Feb

FY11

4.65 Jan

FY11

5.00

4.00

4.654.604.50

9.01 Q3 FY12

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Customer Value

Customer Feedback Proves the Experience Has Improved

Sev 3 SR: Call transfer between CUCM and Call Center are failing:

“Tarun Poonacha easily brought in a CUCM expert when he saw that the problem was not ICM or CVP. Normally, some engineers will tell you to open a ticket for CUCM or they will reassign but Tarun Poonacha stayed with us and collaborated with the CUCM expert to fix the problem.”

Cisco Account Team Feedback:

Hey Nate,Thanks a lot for jumping on it again and helping out!. Really appreciate your collaborative attitude, and eagerness to do the right thing for the customer (without even taking credit for your efforts)!!A VPN engineer and a Voice engineer were able to sync up and provide a collaborative approach to solving problems! Baktha

Sev 1 SR: Unity 7 One way audio from 1 site over VPN tunnel:

“Brad Magnani was extremely helpful in figuring out the solution. He managed to team up the call manager team, firewall team and gateway team to bring a solution for the issue…”

Customer Transactional Survey/CSE feedback: “It turned out to be about a 7 hour case from start to finish, however it wouldn't have been possible without the collaboration resources we now have at our disposal. It collectively took all 4 of us to come to a solution and determine where the issue was. Thanks to you and everyone who has made this “solutions” process possible.

Customer letter:

“Thank you both for your partnership and commitment to our success… looks like you were on this pretty late into the night. This is TAC support and cross technology collaboration at its best. “

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Business Value

Cisco Realizes Positive Business Value from the New Solution

Operational Efficiency Productivity Improved CSE Skills Business/ Economic

Impact

• Timely and accurate matching of engineer to customer needs

• Optimized Resource Management and work distribution

• Reporting “Cradle to Grave” (engineer level, talk time, Redirection On No Answer, etc.)

• Decreased resolution time by 32%

• Engineers can collaborate more easily and quickly

• Engineers get the help they need faster (leverage the power of Cisco)

• Engineers confident that their skills, knowledge, proficiency and expertise match the work they receive

• Push relevant known knowledge to engineers

• Grow skills faster (less time to reach “expert” status)

• Provide help when engineers need it

• $7 M savings

• Increasing already high customer loyalty by 1.5%

• Maintaining/ improving renewal rates at 67.3%*

*Does not include new support on replacement products

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Engineer Feedback Proves Success

Shreyans JainOwner

01/31/2012 Completed. 5

“This was an awesome collaboration. Javier was really helpful in assisting me during the troubleshooting session and he was really patient while handling the customer...”

Brad MagnaniOwner

02/02/2012 Complete. 5

“The customer loved the collaboration experience.”

Todd PulaKey Contributor

02/07/2012 Completed. 5

“This SR was an example of our new tools working in the cu best interest. Kudos to Raymond for following the new process and pulling in the appropriate resources …”

Manash BhattacharjeeOwner

02/01/2012 Completed. 5

“Great tool. Andrew joined in and issue got resolved immediately”

Tahani Khajil Owner

01/31/2012 Completed. 5

“Having Marcin as an Expert here is really a blessing, doing labs with him made me learn new things not just fix a one-time problem.”

Business Value

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Why We Should Win!

• Complacency with our existing success was not an option

• Sensing customer and market shifts, we wanted to innovate driving the shift versus reacting

• Observing changes in workforce enabled us to harness social and gamified qualities

• Increasing complex solutions causing a technology avalanche that could be met with a collaborative network of engineers with diverse skillsets

• Created 5 key initiatives

• Intelligent Matching: Connects people together with the knowledge to solve the problem

• Collaborative Engagement Model: Enables a diverse set of skills to swarm around complex issues

• Integrated Workflow: Single place for all Engineers to work customer issues across all capabilities

• Knowledge Creation and Re-use: Content is dynamically updated within the integrated problem resolution workflow

• Reputation and Gamification: drives quality content and recognizes engineer contribution through badging and leaderboards

• Reduced movement of the customer from engineer to engineer

- Transfers decreased by 11%- Escalations decreased by 42%- Time to Final Resolution

reduced up to 32%- Resulting savings $7million - Engineers successfully sharing

content and knowledge through collaboration

- Process for collaboration rated at 4.6 out of 5

- Collaborations: 1700+ per month

- Adoption of new capabilities is 75% in less than 1 year

What Drove Us What We Did What Were the Results?

Innovated and delivered a transformed customer experience to meet customer needs in evolving and highly complex business and technology environments

cisco global technical center service delivery transformation innovation internally to drive...

Documents

cisco systems

overview cisco

cisco public information

new customer experience

learning model

service requests

social networking model

customer satisfaction